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RECRUITMENT, SELECTION AND RETENTION STRATEGIES

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(1)

“Finding the Right Person, for the

Right Job, at the Right Time and

keeping them!”…………

RECRUITMENT , SELECTION

AND RETENTION STRATEGIES

(2)

“Our organizations are all uniquely

different but the overall mission to

have the best and the brightest

(3)

“The recruitment, selection and

retention process must be driven by

clear policies, accountability, shared

responsibility but most importantly

by professionals who have the

(4)

An assessment of where we are right now,

where we want to go and the gap between the two. Using HR innovation to come up with

strategies to alleviate challenges and reduce

the likelihood of potential challenges. Finding quick fixes do not work.

STRATEGIES

RECRUITMENT, SELECTION & RETENTION

(5)

CHALLENGES & SOLUTIONS IN THE BVI

Scarcity/shortage of

applicants for specialized vacancies (court reporting, environmental health

specialists, engineers)

Surplus/abundance of applicants with the same specialties

Create partnerships and linkages with the private sector and institutions of higher learning.

Partnerships we have

established and continue to expand upon with the private sector ad statutory bodies.

(6)

CHALLENGES & SOLUTIONS IN THE BVI

Image of the Public Sector not comparable to the

Private Sector

Inability to pay

competitive salaries due to budgetary constraints.

Aggressive marketing strategy to re‐brand the Public Service as the

“Employer of Choice.” We offer competitive benefits, career

development & training, health & life insurance, pension benefits.

(7)

CHALLENGES & SOLUTIONS IN THE BVI

Lack of technological processes to maintain demand for recruitment and selection.

Lack of definitive policies

Acquisition of an HRIS database system that manages employment, training, succession

planning, leave and other integral hr functions

Creation of employee handbook and an HR Policies and Procedural Manual.

(8)

SUCCESSFUL TECHNIQUES

9 Targeted Recruitment‐ utilizing associations, universities, professional bodies 9 Utilization of Assessment Centers‐ psychometric testing 9 Utilization of Technology‐websites to

(9)

SUCCESSFUL TECHNIQUES

9 Direct head hunting‐

targeting specific

professionals to fill a specific need

9 Head hunting at High

Schools and College to

attract potential candidates

9 Utilization of

Testing/Examinations

9 Offering incentives‐

(10)

SUCCESSFUL TECHNIQUES

9Ranking according to job related requirements 9Developing and utilizing competencies to select candidates 9Utilization of Internet

(11)

“While most organizations are utilizing some form of technology to enhance their recruitment and

selection process, amongst the many successes, is the caution of knowing which strategy is best for each organization….”

INTERNET AND OTHER

TECHNOLOGY!

(12)

RECRUITMENT & RETENTION

y

A National survey/study of the changing

workplace (SHRM) – asked employees

what they considered to be very

important in their decision to take an

employment offer.

1) Balance

2) Meaningful Work

(13)

BALANCE

y

Balance may well become the most sought

after employer “benefit” for the twenty‐first

century. According to a Coopers & Lybrand

survey, Generation Xers aren’t as impressed

with money as with a balanced lifestyle –

the top priority it has identified in young

job seekers. (Quality of Life)

y

Gen Xers/Baby Bust

= 1967 – 1979

(14)

MEANINGFUL WORK‐ Making A

Difference, Not Just a Living

y

“We’re all desperate to belong to something

larger than ourselves. So ‘soulful work’ is

where you feel you belong,” states David

Whyte, author of The Heart Aroused: Poetry

and the Preservation of the Soul in

Corporate America. Having work with

meaning—to make a difference in the work

that we do—is of paramount importance to

employees today.

(15)

OPEN COMMUNICATION

y Scott Adams, author of The Dilbert Principle, offers

this reminder of how management chooses not to listen to its employees, and the impact it has on employee morale: “here’s one that happened at a company I worked for…President of the company

ignores suggestions by employees on how to improve ‐ their same suggestions are presented to the

President by a Consultant, who says they are ‘good ideas’ and implements them. Quite irritating…”

y Practice management by wandering around (MBWA).

Managers need to follow the “excellence” principle of getting out amongst employees to discuss important day‐to‐day issues. Consider asking such questions as, “what can we do to create a better experience for

(16)

“While different organizations use varying

approaches, the process must be transparent, effective, ensure accountability, well

documented, and promote shared responsibility………”

RECRUITMENT, SELECTION &

RETENTION PROCESS…. HOW IS IT

DONE?

(17)

RECRUITMENT STRATEGIES

y Obtain current employees’ ideas of what attracted them to the organization & what makes them stay

y What do they think would attract their colleagues

to come to the organization

y Package & Market the organization (branding) y Strategize & “weight” the positive aspects of the

organization

y Include employees (end users) on task force

y Make an institutional plan (prepared document)

y Develop a solid Recruitment Policy/Guide

(18)

STRATEGIC ADVERTISING

y Career Fairs

y Monster Board

y Contacts by people of

influence

y Local & National papers, Professional Journals y Academic Papers (Chronicle of Higher Ed.) y Networks y Cluster Hiring

(19)

TRAIN SELECTION COMMITTEE

MEMBERS

y Entrance Interviews

y What attracted you?

y Exit Interviews

y Why are you leaving the organization? (the answers can assist a recruitment task force & the organization in developing strategies for retention and

(20)

RESPONSIBLE‐RESPONSIVE H.R.

POLICES & PROGRAMS

y We need policies that enable rather than restrict individuals

y Flexibility is key

y Total compensation, working conditions, work‐

life balance, flexible work arrangements,

personal and career development opportunities (including “grow your own” or promote from within.)

y Flex benefits (one size does not fit all)

(21)

RESPONSIBLE‐RESPONSIVE H.R.

POLICES & PROGRAMS

Building partnerships with businesses

Opportunities for external compensation

“Consulting”

Cross-appointments

Mentoring

(22)

LABOUR SHORTAGES & SURPLUSES

What is the answer?

y Labor Shortage 1. Utilization of recruitment strategies to attract 2. Developing specialized training programs to fill gap

(23)

LABOR SHORTAGES AND SURPLUSES

What is the answer?

y Labor Surplus 1. Redistribution of skills 2. Re‐skilling 3. Reduction in hiring practices 4. Revision of Employment/Succession policies.

(24)

CONCLUSION/OVERARCHING ISSUES

Recruitment, Selection & Retention!

y “Human Resources Management is a discipline

and must be practiced according to standards and best practices……”

y “Every Manager is an HR‐Manager‐‐‐whether

formally trained or not, the responsibility

should be innate and be viewed equally or even more than other disciplines within the

(25)

CONCLUSION/OVERARCHING ISSUES

Recruitment, Selection & Retention!

y “Recruitment, Selection and Retention is critical

to effective HR Management…but it must be

practiced within the context of other HR subjects‐ ‐‐‐Training and Development, Succession

Planning, Workforce Planning and Strategic HR Planning….”

(26)

CONCLUSION/OVERARCHING ISSUES

Recruitment, Selection & Retention!

y “Our organizations are all uniquely different but

the overall mission to have the best and the brightest within is a common goal…the Right

Person, for the Right Job, at the Right Time and KEEPING Them!”…………

References

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